EXHIBIT 3 McDonald's Corporation: Executive Officers and Organizational Chart James A. Skinner, Vice Chairman and Chief Executive Officer Jeffrey P. Gloria Santona, Ralph Alvarez, Richard Peter J. Bensen, Mary N. Dillon, Stratton, Corporate Floersch, President and Executive Vice Corporate Executive Vice Executive Executive Vice President and Chief President and Executive Vice President- Vice President, Operating Chief Financial President & Chief General Chief Human Officer Officer Global Chief Counsel, and Secretary Restaurant Resources Marketing Officer Officer Officer Jose Armario, Denis Hennequin, Timothy J. Fenton, President, Janice Fields, Group President- Executive Vice President of McDonalds Canada McDonald's Asia/Pacific, Middle President and Chief Operating Officer, McDonald's Europe and Latin America East and Africa McDonald's USA Jim Johanessen, Steve Plotkin, Donald Thompson, Karen King, East Division for President, West Division for President of Central Division McDonald's McDonald's USA McDonald's USA for McDonald's USA USA Source: http:/www.aboutmedonalds.com/mcd/our_company/bios.html

EXHIBIT 3 McDonald's Corporation: Executive Officers and Organizational Chart James A. Skinner, Vice Chairman and Chief Executive Officer Jeffrey P. Gloria Santona, Ralph Alvarez, Richard Peter J. Bensen, Mary N. Dillon, Stratton, Corporate Floersch, President and Executive Vice Corporate Executive Vice Executive Executive Vice President and Chief President and Executive Vice President- Vice President, Operating Chief Financial President & Chief General Chief Human Officer Officer Global Chief Counsel, and Secretary Restaurant Resources Marketing Officer Officer Officer Jose Armario, Denis Hennequin, Timothy J. Fenton, President, Janice Fields, Group President- Executive Vice President of McDonalds Canada McDonald's Asia/Pacific, Middle President and Chief Operating Officer, McDonald's Europe and Latin America East and Africa McDonald's USA Jim Johanessen, Steve Plotkin, Donald Thompson, Karen King, East Division for President, West Division for President of Central Division McDonald's McDonald's USA McDonald's USA for McDonald's USA USA Source: http:/www.aboutmedonalds.com/mcd/our_company/bios.html

Principles Of Marketing

17th Edition

ISBN:9780134492513

Author:Kotler, Philip, Armstrong, Gary (gary M.)

Publisher:Kotler, Philip, Armstrong, Gary (gary M.)

Chapter1: Marketing: Creating Customer Value And Engagement

Section: Chapter Questions

Problem 1.1DQ

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Some Career Advice Samuel Jones is a bright, charismatic, African American male, whose career goal is to become a city manager in a large urban area. While attending the MPA program at the University of Delaware, he interned in a small town at the city manager's office. He enjoyed the experience and upon graduating, he sought a similar job in a large urban area, specifically Baltimore and Philadelphia. The jobs in these urban areas in city management are much more specialized and to have the level of responsibility he had in the small town, he would need many years of experience in an urban area. There are positions available in a number of departments in both of these cities. He accepts a posi- tion as a budget analyst in Baltimore upon your recommendation. 1. What do you know about Samuel's career anchors that would make this a good choice for Samuel? 2. What potential barriers would you encourage Samuel to avoid?
Q. Wonder Company had no compensation structure in place. The company was in an acquisition mode and had no process in place for assimilating the acquisitions into its structure. There were no plan documents in place outlining terms and conditions for pay administration. There had been no comprehensive compensation analysis done in over three (3) years.A.• Understand the company’s current compensation structure anddesign future compensation Structure.B• Develop an approach for their new compensation structure.C• Create operating guidelines for compensation administration andprocesses.E• Design reward structure.Explain five ways in which HR can utilize information obtained from job evaluation to achieve compensation objectives.
“An organization is formed to accomplish a specific mission. To do this, it must attract and hire people whohave certain knowledge, skills, aptitudes, and attitudes. To attract and retain such people, the organizationprovides rewards” (Henderson, 2006). QUESTION(A) Discuss any two (2) compensation components (B) Discuss any two (2) benefits components that must be considered to ensure that the right candidate is retained in the right job position
FACTS: Miss Joan Santos, a computer programmer in Mannadel Corporation for more than six (6) years now, was discussing her salary situation with Mr. Roderick Santiago, her manager. Miss Joan was unhappy because she did not receive any salary increase from ten to fifteen percent. Miss Joan’s performance has been considered very satisfactory for the last five (5) years and previous to this she got very substantial increases in salary due to the important programs that she made for the corporation related to accounting and personnel matters. She made a lot of improvements in the purchasing systems and systematized inventory records in materials management. The management had recently started a comprehensive job evaluation program and some positions are aligned within the salary grade approved by the management committee, where Mr. Roderick Santiago is also a member. Mr. Santiago explained to Joan that her salary was already way above the salary grade for the position evaluated and…
FACTS: Miss Joan Santos, a computer programmer in Mannadel Corporation for more than six (6) years now, was discussing her salary situation with Mr. Roderick Santiago, her manager. Miss Joan was unhappy because she did not receive any salary increase from ten to fifteen percent. Miss Joan’s performance has been considered very satisfactory for the last five (5) years and previous to this she got very substantial increases in salary due to the important programs that she made for the corporation related to accounting and personnel matters. She made a lot of improvements in the purchasing systems and systematized inventory records in materials management. The management had recently started a comprehensive job evaluation program and some positions are aligned within the salary grade approved by the management committee, where Mr. Roderick Santiago is also a member. Mr. Santiago explained to Joan that her salary was already way above the salary grade for the position evaluated and…
Case 3: Team Conflicta. It appears that two staffs are not in good terms due to the fact that one of themgained promotion for been hard working staff. So anytime the one promotedgive information to the other one to work or pass on to fellow colleagues herefuses and totally disrespects the promoted person. As a supervisor how will you tackle this conflict? b. Due to some organisational restructuring in Mr Abu's Company the SeniorAccountant was moved from his current position and given a new role asAssistant Sales Officer whiles his Assistant Accounts Officer was made as theSenior Accountant. What can you deduce from this kind of change in an organisation?
CASE: HERE WE GO AGAIN The position of business office manager at Memorial Hospital has been a “hot seat,” changing incumbents frequently. When the position was vacated last May the four senior employees in the department were interviewed. All were told that because they were at the top of grade and the compensation structure for new supervisors had “not yet caught up with that of other jobs,” the position would not involve an increase in pay. All four declined to pursue the position, and all were given the impression that they were not considered fully qualified anyway, but that they might be considered for supervision again at a later date. That same month a new business office manager was hired from the outside, and the four senior employees were instructed to “show the new boss all you know.” Over the following several months the finance director told all four employees that they had “come along very well” and would be considered for the manager’s position should it come open…
Paragraph (3) SMALL IMPROVEMENTSRecent grassroots campaigns and nonprofits such asFight for $15 and Fast Food Justice have had at least small positive impacts on the industry. For example,although fast-food workers still can’t unionize, newlaws in cities like San Francisco, Seattle, and NewYork are helping workers organize, and some citieshave enacted wage protections and scheduling requirements to give employees more job stability and predictability. New York City Comptroller Scott Stringersees the improvements as part of a larger movement of“economic justice” that he hopes will spread to fastfood organizations across the country. ⦁ Please read the case “Motivational Challenges in the Fast Food World” on Page number 498, Chapter 12 “Motivating Employees” available in your textbook/e-textbook “Management: A Practical Approach” 9th edition by Kinicki, A., & Williams, B., and answer the following questions. Q1. What is the underlying problem in this case from the fast-food…
Scenario:1 The challenges faced by minorities and women include the pressure to conform to the organization’s culture, high penalties for mistakes, and tokenism. The effort of including a token employee to a workforce is usually intended to create the impression of social inclusiveness and diversity (racial, religious, etc.) in order to prevent claims of social discrimination. “Token” employees are given either very high or very low visibility in the organization” Q1. What is Tokenism? Q2. Is it a barrier for women and minorities? Why, give reason? Scenario:2 Ms. Amina is a legal secretary who has worked at an organization with powerful male boss for twenty years. She knows that there are no opportunities for advancement she decides to retire. She can always depend on her gender to secure another secretarial position, because nobody wants to hire a male secretary. In her opinion, even when women can secure jobs of a slightly higher caliber, there are typically jobs that don’t lead to…
Scenario:1 The challenges faced by minorities and women include the pressure to conform to the organization’s culture, high penalties for mistakes, and tokenism. The effort of including a token employee to a workforce is usually intended to create the impression of social inclusiveness and diversity (racial, religious, etc.) in order to prevent claims of social discrimination. “Token” employees are given either very high or very low visibility in the organization” Q1. What is Tokenism? Q2. Is it a barrier for women and minorities? Why, give reason?
Two competing food vendors were located side by side at a state fair. Both occupied buildings of the same size, paid the same rent, Kshs 1,250, and charged similar prices for their foods. Vendor a employed three times as many employees as B and had twice as much income as B even though B had more than half the sales of A. Other data are as follows: Vendor A Vendor B Sales Kshs 8,000 Kshs 4,500 Cost of goods sold 50% of Sales 50% of Sales Wages Kshs 2,250 Kshs 750 You are required to answer the following: Explain why vendor A is twice as profitable as Vendor By how much would vendor B’s sale have to increase in order to justify the doubling of the number of employees at the same rate of pay if B’s desired operating income is Kshs 350?
Discuss, what role do line managers play in a line organization, and what are their primary responsibilities?